Operations press room

January 2016

Logistics Management: 2016 to be the year of transformation in logistics
Logistics managers seeking yet one more forecast as the year gets underway, may wish to check in with Rodger Howell, PwC’s Strategy& Principal, specializing in strategy and operations. He sees a few key areas that should be central to corporate efforts during 2016.

EBN: Customer Demands Should Drive Operational Designs
In the next five years, customer behavior is set to disrupt businesses in all industries. However, most operations fail to deliver what customers value now, or three years from now, according to a recent study from PwC. The research surveyed 1,262 operations decision-makers across the globe about their supply chain.

December 2015

Consultancy.uk: Operations management converging towards strategy
Operations and strategy are coming closer together, a recent report from PwC finds. Companies, in a bid to more quickly respond to customer expectations, are seeking to transform operations through closer alignment with strategy, as well as opening up more cross-functional engagement and capability building.

Chicago Tribune: How to retool operations to keep up with your customers
Whether your industry has been relatively stable or has rapidly shifting trends, you've noticed that it's getting harder to carry out a strategy. Digital technology has heightened customer expectations and affected how they perceive value. No matter where you work, your company needs to evolve — or risk being outperformed by competitors. To that end, successful companies are reimagining operations and working across functional teams, according to PwC's 2015 Global Operations Survey.

CEO Insights: Reimagining Operations
It’s almost too familiar to address, but it still needs to be done. PwC Principal Mark Strom estimates that at least half of the companies his teams work with would benefit from having more incentives for operations leaders to collaborate proactively and achieve business rather than functional goals.

Navigating the Growth Markets: PwC’s 2015 Global Operations Survey
PwC recently surveyed more than 1,200 COOs and operations executives on how they are changing the face of operations. Most don’t think of operations functions as mere utilities. Instead, they see new opportunities to become drivers of company strategy.

November 2015

CFO.com: Supplier Audits Rise to the Fore -- At Least, They Should 
As a company’s supply chain grows, so does its exposure to risk. Experts recommend that companies periodically audit their supply chains to identify vulnerable links, but the value that such audits actually deliver is up for debate, for a variety of reasons.

CFO.com: Cross-Functional Collaboration Comes of Age
Is cross-functional collaboration finally becoming a key operational priority for companies, after years of talking about and toying with it while functions mostly stayed within their silos? Perhaps, suggests new research from PwC. 

Consulting Magazine: It's now C-level strategic...and evolving
The role of operations within client companies is expanding. Operations generally has a “wider aperture” when it comes to managing end-to-end processes, says PwC’s Strategy& Operations Leader Eduardo Alvarez. As a result, he adds, “operations is being asked to integrate multiple competencies” across the enterprise.

SupplyChain Management Review: PwC Explains More on Recent Supply Chain Survey Findings: Exclusive Interview
A new PwC survey suggests that changes in customer behavior are set to disrupt businesses in all industries over the next five years. But there’s a paradox: most company operations are not designed to deliver what customers value…now or for a few more years.

CBS Moneywatch: The challenge of rapidly changing customer behavior
A new survey by PwC finds changing customer behaviors are "set to disrupt businesses in all industries over the next five years." And many of those companies expect to find themselves flat-footed when it comes to successfully delivering what their consumers value.

October 2015

CIO Review Magazine: Technology and Supply Chain Integration: Investing to Balance Returns and Disruptive Transformation
Given that no company has the resources to invest in every new technology, how should CIOs navigate the challenges of improving the return on their companies’ investments in supply chain technologies? The answer is to apply a portfolio investment mindset to the rapidly emerging supply chain technologies. 

January/February 2015

Global Logistics: Delivering a Competitive Advantage
When it comes to supply chain management, logistics has long been something of an afterthought. As companies look for more ways to win in the marketplace, and customers step up their demands for better service and delivery transparency, superior logistics is becoming a competitive differentiator.

Profit-Focused Planning for better decision making 
While many companies struggle to derive full value from S&OP/IBP, those that excel at it has gone beyond simply balancing supply and demand.

Tightening Supply Chain Security Yields Many Benefits
Companies today face a wide range of security risks to their supply chains as well as to their sources of supply. In order to overcome vulnerabilities, companies should have a deep understanding of their internal and external supply chains, and be able to quantify the likelihood and impact of security threats.  

January/February 2014

How to Get More from your Supply Chain
Leading companies around the world have a powerful weapon in their arsenal: a supply chain that ensures products and services are delivered to customers whenever and wherever promised.

Get to Know All Your Supply Chains
Manufacturers should be developing capabilities tailored to mitigate risks in every segment of their supply chains.

Efficient Last-mile Delivery in Tomorrow’s Megacities
Rapid urbanization is an unstoppable challenge for supply chains that must be reckoned with – and soon.

Big Data: From Buzzword to Benefit 
When it comes to supply chain management, “Big Data” has generated more in the way of buzz than it has real benefit. Awash in a rising sea of data, companies still struggle to use it to make better decisions.

Published with permission from SupplyChainBrain 

May 2014

Making the Supply Chain Everyone's Business 
In today’s fast-changing global markets, creating value for the customer—and differentiation from the competition—demands an integrated approach to supply chain operations.

January 21, 2014

Get to Know All Your Supply Chains 
Companies with mature supply chain and risk management processes have a greater proportion of on-time deliveries than other companies. But they also perform better on every other measure as well, financially as well as operationally.

November/December 2013

Gathering Intelligence
Two corporate sustainability leaders team up to explore corporate practices in APICS magazine. PwC's Rocco Ciccolini and Nic Delaye offer their perspective on supply chain sustainability.

November 12, 2013

U.S. Companies Falling Behind on Innovation
PwC’s Rob Shelton discusses PwC’s 2013 Innovation and Growth Survey.

November 1, 2013

We Should Stop Telling Entrepreneurs To 'Fail Fast'
"Fail fast" has become standard entrepreneurial advice. Startups and small businesses are told they shouldn't worry about messing up, because it's better to quickly realize that something's not working and move on. That's the right idea but very much the wrong attitude, according to Rob Shelton, the global innovation chief of PwC.

April 5, 2013

How a Flexible Supply Chain Delivers Value
A flexible supply chain organization requires not only a strategic leader, but also input from managers who represent the traditional supply chain functions of planning, sourcing, manufacturing, logistics, and also sales and marketing, among others.

March 22, 2013

PwC Surveys the Supply Chain
Brad Householder and Glen Goldbach, principal and director, respectively, with PwC, report on the results of the consultancy's annual supply-chain survey.

Published with permission from SupplyChainBrain

Q3 2012

Segment your suppliers to reduce risk
Most companies treat all suppliers the same, and they respond too late to supplier-related risk. By segmenting their supply base and basing governance agreements on a supplier's role and importance in the supply chain, they could better anticipate and prevent disruption.